中小型企业中有效的人力资源管理外文文献翻译
关于人力资源管理的外文文献
关于人力资源管理的外文文献1. Human Resource Management Practices and Workforce Diversity: A ReviewThis article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.2. The Impact of Strategic Human Resource Management on Organizational PerformanceThis study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludesthat effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.3. Managing Human Resources in the Globalizing Economy: Challenges and OpportunitiesThis article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.4. The Role of Human Resource Management in Corporate Social ResponsibilityThis study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training anddevelopment, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.5. Employee Engagement and Retention: A Review of the LiteratureThis article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.。
人力资源3000字外文文献翻译
Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。
中小企业人力资源管理论文参考文献
中小企业人力资源管理论文参考文献引言人力资源管理在中小企业中起着重要的作用。
随着社会的发展和竞争的加剧，中小企业需要有效地管理人力资源来保证企业的良性发展。
本文将介绍一些针对中小企业人力资源管理的重要论文参考文献，为研究者和从业者提供一些有用的参考资料。
论文参考文献以下是一些值得参考的中小企业人力资源管理论文：1.文献1：Gong, Y., Law, K. S., Chang, S., & Xin, K. R. (2009). Humanresources management and firm performance: The differential role ofmanagerial affective and continuance commitment. Journal of Appliedpsychology, 94(1), 263-275.这篇论文研究了中小企业人力资源管理和企业绩效之间的关系，重点探讨了管理者情感和连续承诺的差异作用。
研究结果显示，对于中小企业来说，管理者的情感承诺和连续承诺对企业绩效的影响具有不同的效果。
2.文献2：Zheng, W., Yang, B., & McLean, G. N. (2010). Linkingorganizational culture, structure, strategy, and organizational effectiveness:Mediating role of knowledge management. Journal of business research, 63(7), 763-771.这篇论文研究了中小企业的组织文化、结构、战略与组织有效性之间的关系，并探讨了知识管理在其中的中介作用。
研究结果表明，中小企业应当关注组织文化、结构和战略的整合，以提高组织的有效性。
3.文献3：Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: Areview and synthesis of micro and macro human resource managementresearch. Journal of Management, 28(3), 247-276.这篇论文综述了微观和宏观人力资源管理的研究，并提出了将二者进行整合的方法。
人力资源管理系统中英文对照外文翻译文献
人力资源管理系统中英文对照外文翻译文献Human resource management systems (HRMS) have e essential tools for businesses of all sizes。
including small offices with just 20 XXX using HRMS。
firms can improve their efficiency and ce the time and money XXX。
HRMS XXX。
XXX difficult economic times。
XXX of their business。
including human resources.HRIS are packages are designed to address HR needs。
including planning。
employee n access。
XXX the company's current and future HR needs。
businesses can determine which HRMS features will be most useful for their specific needs。
For example。
HRMS can help with recruitment。
training。
performance management。
XXX.Once the planning stage is complete。
businesses XXX This includes automating tasks such as employee data management。
benefits n。
XXX employees。
providing them with access toimportant n such as company policies。
人力资源管理中英文对照外文翻译文献
人力资源管理中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译)原文：The Mediating Effects of Psychological Contracts on the Relationship BetweenHuman Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech ?rms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals ofthe ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nancial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system. Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ?ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have con?rmed that violated psychological contracts negatively in?uence employees’ role behaviors while ful?lled psychological contracts have positive in?uences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systemsand role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HRsystem�Cemployee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly. Psychological ContractsInitially, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect eac h other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supports notonly the existence of these two different types of psychological contracts,but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts. Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such asHR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. Inother words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HRsystems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individualappropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-roleand extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities ofan assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide ?nancial andother non-?nancial, but tangible inducements in exch ange for employees’ in-role behaviors.The exchange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive bene?ts in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. Forthis reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2021). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system�COCBsrelationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs. MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2021).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal感谢您的阅读，祝您生活愉快。
人力资源管理论文参考文献英文
人力资源管理论文参考文献（英文）引言人力资源管理在当代组织中起着至关重要的作用。
为了更好地理解和研究人力资源管理领域的相关问题，学者们进行了大量的研究和研究论文。
本篇文章收集了一些经典的人力资源管理领域的英文参考文献，供读者参考和阅读。
文献列表1.Salas, E., & Cannon-Bowers, J. A. (2004). The science of training: Adecade of progress. Annual review of psychology, 55(1), 55-85.2.Cascio, W. F. (2018). Managing human resources: Productivity, qualityof work life, profits. McGraw-Hill Education.3.Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives forstrategic human resource management. Journal of management, 18(2), 295-320.4.Guest, D. E. (2017). Human resource management and performance:still searching for some answers. Human resource management journal, 27(1), 3-22.5.Lepak, D. P., & Snell, S. A. (1999). The human resource architecture:Toward a theory of human capital allocation and development. Academy ofmanagement review, 24(1), 31-48.6.Armstrong, M. (2014). Armstrong’s handbook of human re sourcemanagement practice. Kogan Page Publishers.7.Boxall, P., & Purcell, J. (2016). Strategy and human resourcemanagement. Palgrave.8.Snell, S. A., & Bohlander, G. W. (2012). Managing human resources.Nelson Education.9.Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What’s next forHR?. Human Resource Management Review, 25(2), 188-204.10.Huselid, M. A. (1995). The impact of human resource managementpractices on turnover, productivity, and corporate financial performance.Academy of management journal, 38(3), 635-672.结论这篇文章列举了一些经典的人力资源管理领域的英文参考文献，这些文献涵盖了人力资源管理的各个方面，包括培训、策略、绩效、员工流动等。
人力资源管理文献翻译
百度文库- 好好学习，天天向上单位代码学号分类号密级文献翻译院（系）名称专业名称学生姓名指导教师2012年3月30日Human Resource ManagementHuman resources in corporate governance, not only has the human resources planning and strategic leader in the implementation of corporate strategic planning and overall development objectives of the course also has a vital role in this. At present, an increasing number of SMEs in the development of human resources planning is there are a lot of confusion and helplessness.Conditions in the knowledge-based economy, human resources of small and medium enterprises have a vital role in development. More and more small and medium-sized owners, corporate governance has become accustomed to the level of human resources management on the importance of enterprise development, but for the development of human resources planning is always there are a lot of confusion and helplessness."Human resource planning is very simple, not that more recruitment, remuneration, such as content, and sometimes combined with some training things.", "CEOs are still racking their brains set strategy, how can I make a planning", "human resource planning has not done very much sense, does not change plans quickly, the end of the day can be honored only 20% -30%. " HR is more than many small and medium enterprises are the views of human resources planning. So, how small and medium enterprises have no need for human resource planning? How can we work out a scientific human resource planning? First of all, let us take a look at the implementation of small and medium-sized effect of human resource planning is not ideal because:Human resource planning is not fully familiar withDo a good job in human resources management are the trilogy: a clear strategic planning - human resources planning - human resources management system and specific implementation plan. Corporate strategic objectives of the overall development of human resources planning determines the content, and these contents for the establishment of humanresources management system, develop specific plans to add staff, the use of plans, personnel and promotion plan to succeed, education and training plan, assessment and incentive plan, labor relations, retirement plan termination to provide the direction and in accordance with the guidelines. A broad sense of human resource planning includes all of these specific content, and not merely "just more of recruitment, remuneration, such as content, sometimes coupled with the training point of things."Human resource planning is the development of strategic planning an important component of the enterprise but also the human resources management of the foundation and basis. And the management of small and medium-sized and HR are not fully aware of precisely this point, so that the specific process of the formulation and implementation of a lack of sufficient attention, at all levels of department heads and line managers can not effectively cope with.The strategic objectives of the company is not clearHuman Resources Department must be combined with the implementation of corporate strategy to human resources support and guarantees. In human resources development and governance activities, strategic objectives should be to the strategic guidance of human resources policies to ensure the accuracy and effectiveness. Therefore, human resource planning is a prerequisite for enterprise development and corporate strategy clear first, and then can be decomposed into human resources, then demand will have plans, recruitment plans, payroll and other welfare plan with matching. And small and medium-sized general lack of a clear development strategy, particularly in the rapid expansion phase, is often involved in different business areas, including in many emerging industries. These new industries in R & D, marketing, management, and service all aspects of the experience does not mature for reference, especially to open up some new projects, setting a quota of work posts and not as mature as traditional business. Therefore, in human resources managementcan not have a clear plan, can only go one step further and look forward.Changes in the external environment company too fast, not planningChanges in the development of the market very quickly, and with the market despite changes in the industry to make plans, to reach a rate of year-end target of 20% -30%, however. If an IT company is a regional association in one of the major agents. In the beginning of the year, the company's Human Resources Department in accordance with the company's annual development strategy this year to develop the company's human resources planning. But in the New Year began less than three months, the Lenovo Group's own strategy, and the significant changes in organizational structure. So the supply chain as a part of the IT companies need to be adjusted throughout the company's human resources planning, in accordance with the requirements of a new company set up with the establishment, re-enact a series of related training programs. In fact, the external political, economic, legal, technical, cultural and other factors has been a series of dynamic changes, will cause a corresponding strategic objectives of the enterprise constantly changing, which in turn may lead to subsequent changes in human resource planning .Lack of human resources planning and personnel expertiseAt present, although many small and medium-sized set up a Human Resources Department, but the functions of the departments responsible in the exercise, the prevalence of some problems, mainly reflected in: first, the overall quality is not high, very few professionals, lack of expertise reserves, lack of professional skills ; Second, the lack of vocational training system; third, who was born and raised a number of human resources work, do not have good training, no formal influence of large corporations, low vision. Human resources are a very unique work; personal qualities understand the requirements and have a high learning ability. Of these factors, there are many rather than through the process of formal education available. An outstanding work of human resources does not depend oncertification by the theory of culture is not, and need is the work of its deep experience and a keen insight into the community. Otherwise, continue to rely solely on the principle of data processing technology or the training of human resources to create works in the same paper. In view of human resource development and governance are to penetrate the realities of small and medium-sized, with the various enterprises are familiar with the work of human resources and increasing practice, human resource planning will be in the development of enterprises play a powerful role in promoting.Human resources planning are to organize the protection of sustainable development, the importance of seeking development and growth, particularly in the small and medium enterprises. And whether the development and effective implementation of human resources planning does not depend on the size of the company, the most critical is based on the company's development strategy and operating characteristics of the development of suitable management policies. Most of the current characteristics and the operation of these enterprises are facing the problem of work, we propose the following recommendations: Clear core of human resourcesThe starting point for human resources planning is to clearly define the company's core competitive advantages, that is, the business environment in the enterprise, he is the survival value? His resources to maintain a competitive advantage for that? Take in order to maintain its competitive edge to find the real core of human resources. The core of human resources is to determine the survival and development of enterprise key factors, the need for incentives, education and training, design an appropriate career plan, and continuously to ensure that the recruitment of the core group of human resources capacity expansion, quality improvement, and long-term presence in the enterprise.Flexibility to develop forward-looking human resources planningThe so-called flexibility of human resource planning, is based on the core competitiveness of enterprises, re-evaluation and planning of human resources in enterprises, and form a general combination of human resources in order to ensure that the needs of enterprise's core competitive advantage of the conditions to meet the demands arising from the external business environment caused by temporary changes in human needs. In particular, in the assessment of the existing stock of human resources and define their core human resources on the basis of preparatory support the development of manpower planning and training programs accordingly, and its goal is the production or service enterprises are facing capacity expansion of opportunities, as soon as possible, with middle-level officers at the core support staff to enhance the organizations ability to respond.With the advent of the era of knowledge economy, Sees are facing a growing business environment can not guess, is filled with variables and business opportunities. Human resources planning must adapt to the needs of enterprise governance, maintaining a certain degree of flexibility in order to avoid the transfer of the business strategy of human resources when rigid, dysfunctional and hinder the development of enterprises. At the same time to further strengthen the human resource planning human resource management activities of the forward-looking, functional direction and predictability.The establishment of three-dimensional model of human resource managementPractical human resources planning must be based on internal communication, the basis of mutual cooperation. According to human resources management of small and medium-sized features, the creation of a layer in the decision-making, first-line managers and human resources management in collaboration between the scientific divisions of the three-dimensional model of governance, human resources will contribute to the formulation of strategic planning and implementation.Three-dimensional model, is defined as decision-making, human resource managementdepartments, first-line manager is responsible for the scientific division of labor and human resources management of the business, and the corresponding collaboration. In general, the decision-making level responsible for strategic planning and human resources to support the Human Resources Department, line manager, human resources work; human resources management department is responsible for job analysis, job evaluation and other infrastructure services, and to assist front-line managers do a good job in the core business and to help decision-making to do a good job of human resources strategic planning; first-line managers responsible for management of human resources in the core business in the key link to hold, and to assist Human Resources Department to do a good job analysis and job evaluation of posts and other infrastructure, as well as to assist decision-making to do a good job of human resources strategic planning .人力资源管理在企业的人力资源治理中，人力资源规划不仅具有先导性和战略性，在实施企业总体发展战略规划和目标的过程中也具有举足轻重的作用。
人力资源外文文献及翻译--小企业的招聘与人才发展
人力资源外文文献及翻译--小企业的招聘与人才发展简介这份文档涉及小企业的招聘和人才发展方面的外文文献及其翻译。
以下是对几篇外文文献的简要介绍和翻译。
简介这篇文章探讨了小企业在竞争激烈的市场上吸引和留住人才的招聘策略。
翻译小企业招聘策略：在竞争激烈市场中吸引和留住人才这篇文章研究了在竞争激烈的市场环境中，小企业如何制定招聘策略来吸引和留住人才。
作者提到，小企业在人才招聘方面面临诸多挑战，如有限的资源和品牌影响力。
为了解决这些问题，作者提出了一些简单而实用的策略，包括明确定位公司文化和价值观，提供具有竞争力的薪酬和福利，建立良好的员工关系和沟通渠道。
通过采用这些策略，小企业可以增加其吸引力，引起人才的注意并留住他们。
外文文献2：The Importance of Training and Development in Small Businesses简介这篇文章强调了培训和发展在小企业中的重要性，并探讨了如何有效地进行培训和发展。
翻译培训和发展在小企业中的重要性这篇文章指出，在小企业中，培训和发展对于提高员工能力和增强企业竞争力至关重要。
作者强调了建立和实施有效的培训计划的必要性，以确保员工具备所需的技能和知识。
文章还提到了一些培训和发展策略，如提供内部培训机会、雇佣专业培训师和建立导师制度。
通过这些策略，小企业可以促进员工的职业发展，提高其绩效，并为企业的长期发展打下基础。
外文文献3：Innovative HR Practices for Small Businesses简介这篇文章介绍了一些小企业可以采用的创新人力资源实践，以增加竞争力并吸引和留住优秀人才。
翻译小企业的创新人力资源实践这篇文章介绍了一些小企业可以尝试的创新人力资源实践，以增强其竞争力并吸引和留住优秀人才。
其中包括采用技术工具来简化招聘和培训过程，实施弹性工作制度以满足员工的个人需求，提供具有竞争力的福利和奖励计划，以及建立开放式沟通和员工参与的文化。
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文献信息：标题: Effective Human Resource Management in Small and Medium Size Enterprises in the Republic of Macedonia作者: Abduli, Selajdin, PhD出版物名称: International Journal of Academic Research in Economics and Management Sciences卷: 2期: 2页: 169-183出版日期: Mar 2013原文Effective Human Resource Management in Small and Medium Size Enterprisesin the Republic of MacedoniaAbduli, SelajdinAbstractToday, Human Resource Management (HRM) functions, practices and procedures are increasingly becoming important, considering the growth of the knowledge based economy. Human resources in any enterprise, whether small or medium constitute an important area of study. Careful human resources management creates good opportunities to ensure efficiency in the production process of goods and services that guarantee a satisfactory level of living in society. If managed effectively and efficiently, human resources can play as an important role in realizing the objectives of the enterprise as an integral source. HRM studies fulfill the need of a businessman to understand the economy, market, organization or any other related area.Human resource development has a close connection with socio-economic developments in society. The environment creates the opportunity to take important steps to support programs for their effective development and could encourage the company to provide training for employees, informing the labor market for a better assessment of the supply and the demand for work, managing human resources tofulfill human resource development. Accordingly, this has made the investment in human resources a necessity in such a way as to make the enterprise be able to withstand the challenges facing the environment in which they operate. Designing programs and effective human resource policies will allow for the growth of human resource performance and increase the overall business performance. Moreover, as stated above, this has an impact to increase the competitiveness of the enterprise. Relevant institutions should focus on reforming the education system by conforming to labor market demands, while effective enterprise management should focus on professional training of employees.Apart from the theoretical analysis of the issues mentioned above, the doctoral thesis is further supported by the empirical analysis, in which 150 small and medium enterprises in the Republic of Macedonia are surveyed.Keywords: Human resource management, effectiveness, small and medium-size enterprises, performance, training, employment.1. IntroductionThe paper makes an attempt to study the management and efficient use of human resources in Macedonia during the period of transition and economic reforms in the country, respectively, making these reforms which enabled major changes in the structure of the economy, where SMEs operate as an important pillar. By illustrating a position followed by many economists for a sense of competition and globalization trends, the paper will illustrate human resource management and the dynamics of its development as a key strategy in business development. One such comprehensive reform has made SMEs to face challenges in their functioning, such as the procedure of human resources management (HRM). Such a step, albeit difficult, however, has created a good basis to build mechanisms for the functioning of market economy in Macedonia, this necessity, is imposed to managing and using human resources efficiently.2. The Role of Human Resources in Small and Medium EnterprisesHRM is concerned with all aspects of employment and management of people in organizations. HRM covers the following activities: strategic human resource management, human capital management, corporate social responsibility, knowledge management, organizational development, securing resources (human resourceplanning, recruitment and selection, and talent management), management performance, learning and development, compensation management, employee relations, employee welfare, health and safety and the provision of services for employees.HRM practice has a strong conceptual basis borrowed and based on the science of organizational behavior and strategic management, human capital and theories of industrial relations. This database was built with the help of a large number of research projects by different researchers in the field of management.The purpose of this paper is to give a general introduction to the practice and concepts of HRM. The paper defines HRM objectives, theories, characteristics, components of HRM systems, development of HRM as a method for managing people, the views expressed in relation to key performers, the context in which it works HRM and ethical dimensions that affect the human resource policy and practice.Among others the author Ronald R.Sims says "The key to a continued survival and successful organization is not rational or quantitative approaches, but differs significantly in activities of employees and managers that are based on the support and mutual loyalty. The success of the organization today and tomorrow is being seen more and more dependent on the effectiveness of human resource management" (Sims, 2002, p.l).HRM is a strategic, integrated and coherent approach to recruitment, development and welfare of the people working in organizations. To create better insight about what actually represents human resource management, some aspects of the definition include: Aspect ratios of the company with the workers. Human resource management involves all management decisions and actions that affect the nature of the relationship between the organization and its employees its human resources. HRM also has to do with the management of the workforce in organizations (Wright and Snell, 1997).HRM includes a set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work, or working and people management in achieving desired goals. Strategic aspect of the action. According to this aspect of HRM has to do with human resources policies, which should beintegrated with strategic business planning and used to reinforce an appropriate organizational culture (or to change an inappropriate one). Human resources are the source of competitive advantage, because they can relate more effectively by mutually consistent policies that promote commitment and, therefore, are able to feed to the employees a willingness to act in a more flexible way in the interest of pursuit of excellence "appropriate for the organization." Moreover, the management of human resources is a particular method of employment management which seeks to achieve competitive advantage through the strategic development of a workforce more dedicated and capable, using a variety of techniques integrated cultural, structural and personnel (Boxall et al., 2008; Legge, 1989).The overall goal of human resource management is to ensure that the company will be able to achieve success through people. HRM aims to increase the effectiveness and organizational skills, which means the ability of an organization to achieve its goals using the available resources in the best way possible. Some authors in their studies have found that HRM systems can be the source of firms' organizational capabilities that allow one to learn and benefit from new opportunities. But HRM has an ethical dimension, which also means that one should be concerned for the rights and needs of people in organizations through the exercise of social responsibility (see: Beer et al., 1984; Grimshaw and Rubery, 2008; Guest, 2008; Storey, 2007; Ulrich and Lake, 1990)Dyer and Holder (1988) analyzed the objectives of human resource management from a different perspective, taking into consideration the given input concept (what kind of behavior is expected of employees?), the composition (what is the percentage of staff and skills mixture ratio?), the competence (what is the overall level of desired capacity?) and the commitment (what is the level of engagement and identification of employees?).3. Human Resource Management SystemHRM is a system in itself, open, which aims at integration. An open system is dependent on the input environment, which are transformed during turnovers that are exchanged in an environment. Wright and Snell defined an open system HRM as a model of competence of organizations. Capacities and skills are treated as inputs from the environment; behaviors of employees are treated as part of the turnover; while satisfaction and performance of employees is treated as outputs.From the literature review, HRM in traditional form, can be seen as a collection of multiple discrete practices with no clear or obvious connection between them. While modern treatments see HRM as an integrated and coherent package of practices that reinforce each other. Kepes and Delery comment that a defining characteristic of HRM is that HRM systems are a source of competitive advantage, not its individual practices. "Coherent Systems sorted internally form strong connections that create positive synergistic effects on the results of the organization" (Armstrong, 2009, p.13).As shown in Figure 1 an HRM system brings together human resources philosophies that describe inclusive values and guiding principles adopted in managing people, human resource strategies that determine the direction of targeting HRM, human resource policies that provide guidelines defining how these values, principles, and strategies should be implemented and applied in certain areas of HRM, human resource processes, including formal procedures and methods used to make it possible to take effective strategic plans and human resource policies, practices related to human resources consisting of methods used in managing people, and human resources programs, which enable the implementation according to the strategic planning, human resource policies and practices.4. Effective Role in Human Resource AssessmentAssessment of human resources management refers to the procedures and processes by which is measured, evaluated and communicated to the value added of human resource management practices applied in the enterprise. In other words, the evaluation of human resource management contributes to the identification of the financial contribution of HRM in the company's final score, or index return realized investment (ROI) that HRM functions realized in achieving the highest levels enterprise performance.Best practices or practices with high performance work systems and methods are described in HRM which have positive effects, universal add-on enterprise performance. Best management practices developed, implemented with the view that through their rise to higher overall performance level of employees in the enterprise, ultimately they lead to higher levels of performance of the enterprise.Work environment plays an important role in improving the effectiveness ofhuman resources. A secure job, healthy, pleasing, makes the individual feel comfortable in the company. Each of these elements with the importance of providing security for the individual and gives them the motivation and incentive to stay in the enterprise. This situation is usually evidenced through surveys, questionnaires through which internal answers reveal whether enterprise employees are satisfied and if they are not satisfied with what they feel should change.Employees in an enterprise do not want to be found uninformed of what is happening in the company, so do not want to find themselves in a situation of informative darkness. They feel motivated and enthusiastic only when the management of the company is open to relations with them on the development of policies and procedures, know the salary, clients, contracts, goals and objectives of the enterprise. Such a situation of open management encourages active participation in management. Asking employees for ideas they have to make changes in the enterprise will stimulate their creative judgment. Management open to any element relating to the performance of the enterprise will help in establishing credibility and motivation of individuals in the enterprise.Any good performance in the execution of duties by individuals in the enterprise can be estimated several ways, from verbal praise, until the award of bonuses or giving different payments. Enterprise through these forms encourages individuals so that they are more effective in performing tasks and simultaneously opens prospects for their moral growth for a much longer period. Incentives for increased performance can be applied for every individual and for every team. But care should be taken in any bonuses to be given from, should be based on a reason given and made transparent.译文马其顿共和国中小型企业中有效的人力资源管理摘要今天，人力资源管理的功能、实践和程序正变得越来越重要，正成为知识经济的增长点。